Leadership for continuous improvement in healthcare during the time of COVID-19

Abstract

Designing safe, effective, efficient, equitable, and person-centred services normally takes some time and a great deal of stakeholder engagement and shared understanding to gain traction. This year has seen a significant acceleration of these activities plus new organisational and clinical collaborations and rapid cycle learning systems as a result of the challenges associated with the COVID-19 pandemic response. Whether it is a WhatsApp group where clinician's share their real-time understanding of a new disease or a collaboration of manufacturing organisations and clinicians to develop new/more equipment, change and innovation are working at an accelerating pace. We have built upon the NHS leadership guide we used in the College's leadership development programme and 2019 webinars, Developing People, Improving Care. We explain how using the guide and new evidence in support of the approach along with the learning from 2020 could ensure that excellent innovations and ways of working remain while others are adapted as the crisis evolves to a new normal. Our intention is to provide a road map and personal and team strategies that will deliver ongoing and strong clinical leadership as well as improved quality of care.

Virtual non-technical skills assessment training is an effective, scalable approach for novice raters

“…Given the effects of the COVID-19 pandemic on medical education and healthcare quality, these initiatives are more crucial than ever. 16 , 17 However, these same conditions make it difficult to identify and train reliable OR observers. Travel bans and capacity restrictions make live training impossible for many centers.…”

Challenges and optimization strategies in medical imaging service delivery during COVID-19

“…During this period of COVID-19, strong clinical and compassionate leadership is paramount in improving the provision of quality care[ 83 ]. Similarly, Shingler-Nace[ 84 ] identified: Staying calm, communication, collaboration, coordination and providing support, as the five elements to successful leadership during this pandemic.…”

A qualitative analysis of dental professionals’ beliefs and concerns about providing aerosol generating procedures early in the COVID-19 pandemic

“…Crisis leadership has been previously described as one of the most important yet understudied factors in crisis management and while planning is important, leadership, particularly in the aftermath of a crisis, may 'trump any preparation' [16]. Now would seem a critical time to reflect upon, investigate and analyse what has taken place over the course of the last two years so that lessons can be learned from this crisis to strengthen leadership and better support staff and patients [17,18].…”